Redução Do Risco de Desastres - Ásia

DISASTER RISK REDUCTION
A Toolkit for Tourism Destinations
U N I T E D N AT I O N S E N V I R O N M E N T P R O G R A M M E
Practical examples from coastal settlements in Asia
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DISASTER RISK REDUCTION

A TOOLKIT FOR TOURISM DESTINATIONS Practical examples from coastal settlements in Asia
United Nations Environment Programme Division of Technology, Industry & Economics 15, rue de Milan, 75441 Paris CEDEX 09, France
Acknowledgements
This publication was made possible through funding from the EU-Asia Pro Eco II B Post-Tsunami Programme and is part of the project on Disaster Reduction through Awareness, Preparedness and Prevention Mechanisms in Coastal Settlements in Asia Demonstrations in Tourism Destinations. The project was coordinated by the United Nations Environment Programme, Division of Technology, Industry and Economics (UNEP-DTIE) and the Swedish Rescue Services Agency (SRSA) Sweden. In Thailand, local partners included Patong Municipality of Phuket (PMP) and Ao Nang Sub-district Administration Organisation (ANSAO) in Phi Phi Islands, supported by the Department of Disaster Prevention and Mitigation (DDPM). In India, the National Safety Council of India (NSCI) was a project partner and supported the District Collector of Kanniyakumari. Finally, the International Hotel and Restaurant Association (IH&RA) provided expertise from the tourism industry. The Disaster Risk Reduction Toolkit for Tourism Destinations is based on the projects successful implementation in three demonstrations sites: Kanniyakumari Town Panchayat in Tamil Nadu State, India; Patong in Phuket; and Phi Phi Islands in Krabi, Thailand. The authors would like to take this opportunity to thank all those who by their efforts and dedication contributed to the projects success.
Project Coordinators
Ruth Coutto and Stefanos Fotiou of United Nations Environment Programme Bjrn Hedskog and Lars Hillerstrm of Swedish Rescue Services Agency Srisuda Rakphao of Patong Municipality of Phuket Wanchai Chaovanapanja of ANSAO / Phi Phi Islands A.Y. Sundkar of National Safety Council of India Abraham Rosental and Thalis Papadopoulos of International Hotel and Restaurant Association
United Nations Environment Programme

Leo Heileman Wei Zhao Helena Rey Sandra Averous Tomas Marques Erica Allis Sophie Dunkerley Melissa Bonneton
DISASTER RISK REDUCTION - A toolkit for Tourism Destinations
Swedish Rescue Services Agency

Mette Lindahl-Olsson, Accident Prevention Department, Head of Planning, Construction and Environment section Barbro Nslund-Landenmark, Accident Prevention Department, Planning, Construction and Environment section Josen Gullstrand, Accident Prevention Department, Planning, Construction and Environment section Mikael Eriksson Accident Prevention Department, Planning, Construction and Environment section Rainar All, Research Department Martin Gustafsson, GIS Engineer Janet Edwards International Programme Ofcer, EU and International Affairs Department Fredrik Ryber, Municipal Fire Brigade of Attunda
Thailand
Patong Municipality of Phuket (PMP) Chairat Sukkhaban, Deputy Mayor Phunsuk Naksena, City Clerk Supat Rattanasamahan, Deputy Clerk Members of the Coordinating Group ANSAO / Phi Phi Islands Phunkham Kittithornkul, Chief Executive Wichet Kwankhao, City Clerk Key members of the Coordinating group: Werapas Juntaro, Manager of Phi Phi Hotel Wuttisak Tongkerd, Manager of Chao Koh Phi Phi Lodge Hotel Samran Wiriya, crew of Princess Hotel Somkiet Kittithornkul, Manager of Phi Phi Islands Cabana Puangkaew Uksornsawan, Manager of Madam Resto Restaurant Prakorbsak Praditjaroen, Manager of Phi Phi Electricity Plant Weerawat Chaokaew, Ban Koh Phi Phi School Sommai Juntin, Phi Phi Sea Frog Diving Shop Department of Disaster Prevention and Mitigation (DDPM) Anucha Mokkhavesa, Director-General Adthaporn Singhawichai, Director of Research and International Cooperation Bureau
India
K.C. Gupta, Director General, NSCI and Project Director R.P. Bhanushali, Adviser (Technical), NSCI P.M. Rao, Adviser, NSCI
M.M. Kulkarni, Director, NSCI V.B. Patil, Director, NSCI Dr. Arun Bapat, Seismic Expert, India W.A. Balakumaran, Member Expert Panel, NSCI The District Collector, Kanniyakumari P. Gunasekaran, Safety Ofcer, Heavy Water Plant, Tuticorin and Project Manager P. Thomas, Project Assistant, Kanniyakumari Members of the coordinating Group
International Hotel and Restaurant Association (IH&RA)

Kjell Arvidsson, Radisson SAS Scandinavia Hotel Anglique Berduraz The main drafters of the report were Janet Edwards (SRSA) and Sophie Dunkerley (UNEP-DTIE).
Executive Summary
From October 2006 to the end of 2008, the United Nations Environmental Programme (UNEP) worked with a number of partners to help build capacity for disaster risk reduction in three tsunami-hit tourist destinations. The project, entitled Disaster Reduction through Awareness, Preparedness and Prevention Mechanisms in Coastal Settlements in Asia: Demonstration in Tourism Destinations was made possible thanks to funding from the European Union through the EU-Asia Pro Eco II B PostTsunami Programme. The three sites involved in the project were: Kanniyakumari Town Panchayat in Tamil Nadu State, India; Patong Municipality of Phuket (PMP); and Phi Phi Islands in Krabi, Thailand. The United Nations APELL process (Awareness and Preparedness for Emergencies at the Local Level) was used as the methodology for the project. A number of workshops and exercises guided the three destination sites through a step by step process for improving local disaster prevention and preparedness. As a result of the project, integrated local disaster preparedness plans were developed in the three sites. This toolkit for tourist destinations has been developed to disseminate the project experience and to allow its replication in other tourist destinations. It is designed for local municipalities and for the various actors involved in emergency planning and response in tourism destinations. The toolkit includes information relating to the various steps that need to be undertaken, from the preliminary assessment, to capacity building, disaster prevention and preparedness planning, to communicating and disseminating key information. For each step in the process, the toolkit provides an explanation of what should be done and a reference to the project experience. All key project documents are mentioned in the annex and are included in the CD-rom attached to this toolkit.
Users guide
This toolkit summarises the objectives, methods, experiences and recommendations for disaster risk reduction acquired during the EU nanced project. The toolkit is intended for use by authorities at the national, regional and local level and the private sector, including businesses that provide tourist services. Universities and research institutes studying disaster risk management will nd descriptions of the methods used during the project. Potential local project managers can use the tools to replicate the projects aims and activities in their own municipality. The toolkit can be disseminated to the various actors who assist in preparing or responding to a disaster such as re and rescue departments, environmental departments, technical departments, hospitals, school administrators, hotel owners, as well as volunteer organisations. The toolkit provides disaster managers, local and municipal and community planners, as well as other stakeholders in the tourism sector with practical guidance on how to better prepare for disasters in tourist destinations. The information and resources contained are based on the project experience in the three demonstration sites. The toolkit outlines the necessary steps to be undertaken, from the preliminary assessment, to capacity building, disaster prevention and preparedness planning, to communication and dissemination of the key information. Key success factors for implementing the project include good project planning, involvement of key stakeholders at all levels and effective coordination between players. The toolkit is divided into 6 sections. Section 1 provides an overview of the project, including background information on the three demonstration sites and on the APELL methodology followed in the project. Section 2 describes the preparatory work for disaster management and planning including the establishment of local coordinating groups and the initial preliminary assessment of local preparedness. Section 3 focuses on capacity building and implementation for disaster prevention and preparedness and covers the following themes: risk assessment, shelter assessment and environmental awareness. Section 4 provides information on developing a local disaster preparedness plan as a key component of disaster prevention efforts. Section 5 describes training requirements and communication of key information. Finally, section 6 highlights key success factors that may serve as useful guidance for toolkit users.
CD-Rom
A CD-rom supports the toolkit and contains all the annex documents that are mentioned in the toolkit.
Contents
Acknowledgements Executive Summary Users guide 1. Project overview 1.1 Background 1.2 Project objectives 1.3 Demonstration sites 1.4 The APELL process 2. Preparatory work 2.1 Establishment of local coordinating groups 2.1.1 Description and objectives 2.1.2 Project experience 2.1.3 Guidance and resources 2.2 Preliminary assessment 2.2.1 Description and objectives 2.2.2 Project experience 2.2.3 Guidance and resources 3. Capacity Building and Implementation for Disaster Prevention and Preparedness 3.1 APELL training 3.2 Risk assessment: hazard and vulnerability mapping 3.2.1 Description and objectives 3.2.2 Project examples 3.2.3 Vulnerability maps 3.2.4 Guidance and resources 3.3 Shelter Assessments 3.3.1 Description and objectives 3.3.2 Project examples of Local Shelter Assessments 3.4 Environmental awareness 3.4.1 Description and objectives 3.4.2 Project experience 4. Disaster Prevention and Preparedness Planning 4.1 Description and objectives 4.2 Project examples 4.3 Guidance and resources 5. Information Communication and Dissemination 5.1 Description and objectives 5.2 Project example of an awareness raising drill 5.3 Project examples of awareness raising brochures 6. Success factors 2 4 5 6 8 8 9 10 12 15 15 15 16 17 19 19 19 20 21 21 23 23 23 25 27 28 28 28 30 30 30 32 32 34 35 38 38 39 47 49
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1.1 Background
Project overview
Every year, more than 200 million people are affected by droughts, oods, cyclones, tsunamis, earthquakes, wildres and other disasters associated with natural hazards. Growing populations, environmental degradation and global warming are making the impacts worse, creating greater disasters and making the need to nd better ways to protect people more urgent. Tourism is dependent on an intact ecosystem and on institutional structures that can respond to the needs of local people and visitors. Therefore, disaster preparedness and management (for natural and man-made hazards) should be an essential part of any destinations integrated management plan. Heat waves (such as that experienced in the European summer of 2003), the Southeast Asia tsunami of December 2004, changes in tropical storm intensity (such as Hurricane Katrina in August 2005) and forest res (such as those experienced in Portugal and Greece in 2005) are all examples of how disasters and environmental emergencies can impact tourist destinations and holiday experiences. There have always been, and always will be disasters. The patterns of modern life are exposing more communities to danger then ever before. Tourist areas will be more and more exposed to rising sea levels, and meteorological-related disasters due to climate change. Disaster risk reduction linked with efforts to climate change adaptation and improvement of living conditions are undoubtedly todays major global challenges. Disasters inevitably bring about crises. It is the degree to which people are prepared for disaster that determines how vulnerable or resilient their community will be.
The Disaster Reduction through Awareness, Preparedness and Prevention Mechanisms in Coastal Settlements in Asia - Demonstration in Tourism Destinations project aimed at increasing the disaster management capacity of the main stakeholders in three tsunami-hit tourism destinations: 1) Kanniyakumari in Tamil Nadu State, India; 2) Patong Municipality of Phuket (PMP); and 3) Phi Phi Islands in Krabi, Thailand, part of the Ao Nang Sub-District Administration Organisation (ANSAO) and from onwards referred to ANSAO / Phi Phi Islands. The project ran from October 2006 to December 2008 and covered the following phases: preliminary assessment, capacity building, disaster prevention and preparedness planning, communication and dissemination of the key information.
1.2 Project objectives

The project aimed at the following: 1. Improving disaster preparedness capabilities of the communities (local authorities, local tourism industry and residents) of disaster-prone tourism destinations for effective emergency response through the adaptation of the existing APELL process to tourism destinations, taking into account the challenges inherent to tourism destinations; 2. Raising awareness of local authorities, local residents and tourists, and of the local tourism industry about the importance of natural and man-made disaster prevention and preparedness (through awareness raising events and brochures production and distribution) and about the importance of environmental management and conservation, and its relationship with disaster reduction; 3. Improving local environmental management and planning capabilities of local authorities through the identication of local hazards, assessment of local vulnerabilities, suggestion of preventive measures and production of vulnerability maps with high risk zones that will allow proper risk communication, and land use planning that will in turn promote disaster reduction and environmental conservation; 4. Improving risk communication between the local authorities, the private sector (tourism and other private business) and the exposed community (tourists and local population) on local disaster issues to allow better and effective response in crisis situations leading to less loss of life and less environmental damage; and 5. Increasing the trust of tourists in the tourism destinations by disseminating the project results and by promoting the application of this proposed project approach to other disaster-exposed tourism destinations in Asia.
Chapter 1 : Project Overview
1.3 Demonstration sites

Kanniyakumari in India, Patong and Phi Phi Islands in Thailand were chosen as demonstrations sites for the project. All three were affected by the tsunami of December 2004 and are popular tourist destinations.
Beach in Kanniyakumari
Map showing range of impact of the December 2004 tsunami on the eastern and southern Indian coasts.
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Kanniyakumari is a small town of 20,000 inhabitants located at the southern-most tip of India, surrounded by the Bay of Bengal on the east, the Arabian Sea on the west and the Indian Ocean on the south. Kanniyakumari has an area of 26 km2 and attracts about 1.8 million tourists per year of which approximate 1,735,000 are domestic tourists and 64,000 international. The livelihood of local people in Kanniyakumari depends mainly on tourism. Man-made disasters are not likely in the town but there is a strong probability for natural disasters. The tsunami that struck in December 2004 affected 33 coastal villages and claimed 798 lives. Thousands of people were injured and signicant property was also damaged under the impact of the tsunami. Thed-sa-baan Muang Patong or Patong Municipality also participated in the project.
Patong Municipality: a popular holiday destination for national and international tourists.
Patong Municipality is one of the local administrative organisations of Ka-Thu District, covering an area of 16.4 km2 where seven communities are located namely: Chai Wat, Baan Mon, Baan Sai Num Yen, Baan Na Nai, Baan Khok Makham, Baan Kalim and Had Patong. According to the census in 2004, the population in Patong Municipality was 15,629 people with a population density of 953 people per km2. Patong Municipality is located on the west coast of Phuket Islands. Its landscape is a plain bordered with mountains to the east, north and south, and the Andaman Sea to the west. The tsunami that struck in December 2004 affected severely Patong and claimed several lives including locals and tourists.
Maya Bay on Ko Phi Phi Leh, the second largest island.
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ANSAO / Phi Phi Islands are located in Thailand between the large islands of Phuket and the western Andaman Sea coast of the mainland. There are six islands in all. The two main islands are administratively part of Krabi province, most of which is on the mainland. Only one of the islands has permanent residents and the villages on the island are under administration of ANSAO. ANSAO / Phi Phi Islands are a popular tourist destination. The islands were devastated by the Indian Ocean tsunami of December 2004 when practically the entire islands infrastructure was wiped out. Redevelopment has however been swift. The table bellow summarises the relevance of tourism in the local economies.
Overview of key data in three tourism demonstration sites
Destination Total area sq km Population Number of hotels Number of tourism related companies 166 Tourists arrivals Tourism % of the GDP
Kanniyakumari, India
25,89
19,678
75
domestic: 1.500.000 international: 60.000 547,000 841,000
N/A
Phi Phi Islands Thailand Patong, Thailand
11,12 16,4
6,333 16,987
51 104
144 191
24.1% 58.8%
1.4
The APELL process
The APELL programme (Awareness and Preparedness for Emergencies at Local Level) was born in the 1980s following various chemical accidents. UNEP suggested a series of measures to help governments, particularly in developing countries, reduce the occurrence and harmful effects of technological accidents and emergencies. One of these measures was to institute a programme the APELL programme enabling governments, in cooperation with industry to work with local leaders to identify the potential hazards in their communities. This programme also developed procedures to respond to and control emergencies that threaten public health and safety and the environment. As an international initiative, the APELL programme was developed in full cooperation with partners in industry e.g. NGOs, governments and other international organisations. In particular, direct support for the APELL programme was received from the International Council of Chemical Associations (ICCA) representing numerous national associations, multinational corporations, the Governments of Canada, France, Germany, Sweden, Switzerland and the USA; and from international organisations such as the Organization for Economic Cooperation and Development (OECD) and the European Commission of the European Union (EU) among others. During the last two decades, the APELL Programme has made efforts to raise awareness worldwide of the APELL Process, to establish long-lasting stakeholder partnerships and to implement capacity-building initiatives for support of local partners, thus strengthening preparedness and response systems in selected industries and communities throughout the developed and developing world. The APELL process has been implemented successfully in a number of countries around the world.
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Since 1994, emphasis has been placed on using APELL as an international programme for accident prevention and preparedness in conjunction with other international organisations. This approach included improving communication with the public and developing tools for transport and port areas. APELL for Port Areas was released in 1996 and TransAPELL, Guidance for Dangerous Goods Transport: Emergency Planning in a Local Community was published in 2000. Since 2001, closer cooperation with particular industry sectors has resulted in the development of specic guidelines and tools like APELL for Mining released jointly with the International Council on Mining and Metals (ICMM) in 2001 and translated into Spanish jointly with the programme for Science and Technology for Development (CYTED) in 2004 as APELL para Mineria, the Good practice in emergency preparedness and response, a joint UNEP/ICMM publication in 2005 and the Community Risk Prole Tool, developed in 2006 in partnership with the French Institute INERIS. Since 2001, a focus on capacity-building and local demonstration was further emphasised, and several on-site applications took place. Most projects in the last ve years were aimed at training and capacity development to allow a more sustained application of the APELL principles by local partners. After recent natural disasters like the earthquakes in Iran and Algeria (in 2003), the Indian Ocean tsunami (2004) and the Pakistan earthquake (in 2005), the APELL programme extended its scope from industrial and technological disasters to a multi-hazard approach, resulting in current project demonstrations and capacity building initiatives in India, Thailand, Sri Lanka and Morocco. The APELL process helps local people develop information and decision-making procedures for addressing the hazards affecting their community. APELL can be useful in any situation that requires joint planning for local disasters by multiple stakeholders. By engaging stakeholders in a process of structured dialogue and coordination, APELLs sequential 10-step approach (see gure below) leads to the development of a single, unied emergency response plan for the community. Implementing the process not only develops the emergency plan; it also fosters awareness-raising, collaboration and feedback within the community. APELLs 10-step-wise approach to community-focused disaster planning is particularly suited to building awareness and capacity in communities that have not traditionally been involved in national contingency planning and early warning systems. The 10-step approach bears similarities to the classic strategic planning and disaster management cycles, i.e. is systematic in approach. The 10 steps are shown in the gure below. Although APELL is designed as a stand-alone process, it does not eliminate the necessity for effective disaster management and risk reduction to be undertaken in the context of national or sub-national frameworks. This is the underlying premise of the toolkit: that government has primary responsibility for establishing the national disaster management organisation and for ensuring disaster risk reduction at tourism destinations. The method of implementation of APELL is to rst establish a coordinating group and then proceed with an assessment of the local disaster management situation of a location. The next steps are hazard identication, risk assessment, vulnerability mapping, revision of existing emergency plans and resources and development of a new integrated and agreed emergency plan. The second part of APELL implementation is to raise awareness of the public exposed to risk, to train local authorities and emergency services on the new plan and to educate and involve the public on the outcomes of the plan.
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The APELL 10-Step Procedure
IDENTIFY PARTICIPANTS AND IDENTIFY THEIR ROLES EVALUATE AND REDUCE RISKS REVIEW EXISTING PLANS AND IDENTIFY WEAKNESSES TASK IDENTIFICATION MATCH TASKS AND RESOURCES INTEGRATE INDIVIDUAL PLANS INTO OVERALL PLAN AND REACH AGREEMENT DRAFT PLAN AND OBTAIN ENDORSEMENT
COMMUNICATION AND TRAINING
TESTING, REVIEWING AND UPDATING
COMMUNITY EDUCATION
The third part of the methodology that served as a key performance indicator for this project is the testing of the emergency plans through emergency drill. This part includes awareness raising activities such as distributing brochures and engaging with the public and tourists.
ANNEX 1
CD-Rom
Project brochure General project presentation Disaster risk management in tourism destinations presentation by UNEP APELL presentation SRSA UNEP-APELL presentation Project introduction Kanniyakumari Project introduction ANSAO / Phi Phi Islands Project introduction Patong
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2.1
2.1.1 Description and objectives Chapter 2 : Preparatory Work
Preparatory work
Establishment of local coordinating groups
Establishing a coordinating group at the local community level is the rst task to be undertaken by the tourism destination. The local disaster management agency or the local municipality could initiate the establishment of this group. Establishing a formal coordinating group is a key part of the implementation of the APELL process. The coordinating group provides a mechanism for interaction and cooperation between the many players (APELL partners) involved in preventing or responding to emergencies - management, local authorities, and community leaders. It provides a means to achieve a coordinated approach to emergency response planning and to communications within the community. It can gather facts and opinions, assess risks, establish priorities, identify resources for emergency response, evaluate approaches and enhance communication. It can draw in the right people and resources to make sure that following the APELL steps will produce good results. The cordinating group does not have a direct operational role during an emergency. It has a key role in building and maintaining motivation, communication, commitment, cooperation and momentum during the project.
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More specically, the groups roles include: ensuring open lines of communication between all parties; identifying key people and organisations to involve; setting objectives and a timeline for the process; overseeing development of the coordinated emergency action plan (10 steps); identifying available expertise; establishing working groups for specic tasks; ensuring clear risk communication occurs to vulnerable communities; preparing the various parties involved to know their tasks should an accident occur; and remaining as a central forum for dialogue and review after the planning process is complete.
This is a process that normally lasts one year and requires the members of the coordinating group to meet once or twice a month. The coordinating group ensures that the appropriate people (i.e. stakeholders), expertise and resources are brought together to collaboratively develop a participatory and responsive process. The group should function in parallel with other groups, committees or sub-committees within the national disaster management organisation. The advantage lies in the organisation of a multi-stakeholder collaborative group with resources and networks that are essential to the response phase of any disaster. Stakeholders include the full range of public, private and non-prot representatives who have responsibility or interest in managing disaster risks at the tourism destination.
2.1.2 Project experience

In each location, the Asian project partners identied representatives from the local agencies (re department, police, etc.), from the community and from the private sector (tourism) to take part in the local coordinating groups. The members of the groups were selected so as to reect their institutional and professional responsibilities, as well as their personal interest in promoting and maintaining good emergency awareness and preparedness in their community, so as to ensure their long-term commitment. The coordinating group provides a mechanism for interaction and cooperation between the many players involved in disaster prevention and preparedness. During the course of the project, members of the coordinating groups in the three locations met on a regular basis to steer project implementation.
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Members of the Kanniyakumari Coordinating Group

Government Sector District Collector, Kanniyakumari as the Chairman of the CG District Project Ofcer (Disaster Risk Management Programme) as a Convener District Public Relation Ofcer Kanniyakumari Town Panchayat - 2 Tashildar, Agasthiswaram Dy Superdient of Police District Fire Ofcer District Health Services Regional Transport Ofcer Tamilnadu Electricity Board Public Works Department Fisheries Department, Govt of Tamil Nadu Tourism Ofceer, Tamil Nadu Water Administration & Drainage Divisional Engineer (Highways) Tamil Nadu State Transport Corpn. Poompuhar Shipping Corp. Ltd. (Ferry Service Operator) State Minor Port Authority Meteorological Observatory at Kanniyakumari All India Radio Bharat Sanchar Nigam Ltd. (BSNL) Life Insurance Corporation of India Private Sector Hotel Association Mechanised Boat Owners Association Merchants Associationn Representative of TourOperator Auto Rikshaw Association Tourist Guides Association Representative of Restaurants Community Representative of St. Anthonys School NGO Mahalir Association for Literacy, Awareness & Rights (Women forum of self-help Group) National Service Scheme (Student volunteers organisation)
2.1.3 Guidance and resources

For the benet of community disaster planning, the following categories of representatives should be considered for membership in the coordinating group: An interdisciplinary team of experts most familiar with local hazards, exposure and vulnerability. They should have knowledge of data collection and natural processes e.g. from the meteorological service, geological and earth science institutes, academia, and other professional organisations such as planning, engineering, environmental and architect associations. These persons may already be part of the national disaster management network. Local authorities, police, re and local emergency management personnel (i.e. the rst responders) who have been involved with past natural disasters and emergencies and are familiar with community proles and logistics. Representatives from the tourism sector (e.g. hotel managers, tour operators, tourism boards, travel agencies, transportation providers, restaurant owners), worker and trades unions and from other related operators in the community. Resident community organisations, womens organisations, NGOs and other relevant civil society groups should also be involved.
Chapter 2 : Preparatory Work
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Potential Members of the Coordinating Group

Potential Members of the Coordinating Group Fire department, police, civil defence Health services (including hospitals) Environmental Agency, Provincial Government Land use coastal zone planners The private sector Community Leaders
Hotel managers Restaurant managers Tour operator companies
NGOs Civil servants, university professors Industry shermen workers/union
Local industries with special attention to the sheries
Hotel union representatives
Weather forecast services Public works/transportation Port authorities/shing authorities
School directors, media representatives Religious leaders Tourist associations
ANNEX 2.1
CD-Rom
List of coordinating group members Patong List of coordinating group members ANSAO / Phi Phi Islands List of coordinating group members Kanniyakumari
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2.2 Preliminary assessment

2.2.1 Description and objectives
This task aims to assess current mechanisms and existing resources to identify needs and untapped opportunities for effective disaster management. A preliminary assessment considers available resources, existing capacities, operational plans and procedures, as well as communication systems linking the preparedness and response community to higher levels of government decision-making. A preliminary assessment of local disaster management is important for identifying major deciencies in existing plans. For tourism destinations without an existing preparedness plan, the capability assessment is an essential tool for evaluating the prevailing physical, institutional, social and economic conditions at destinations. Even if this institutional assessment is undertaken by the local disaster management ofce, the coordinating group should be aware of the ndings and be willing to close the gaps and supplement any deciencies with its own resources, networks and personnel. Specic challenges facing tourism destinations should be considered at this stage. These include: Managing growth and development while preserving the quality and longevity of a destinations natural attractions and other heritage resources; Spreading wealth and opportunity to host communities through responsible tourism operations; The highly fragmented nature of the local tourism industry and especially a lack of cohesiveness between policy-makers, suppliers, buyers and other supporting services; Signs of stress at the destination e.g. urban decay, excessive building massing along coasts, overcrowding during cruise ship visits, trafc congestion, high levels of pollution in coastal areas, conict between visitors and locals and between traditional occupations and tourist-based activities; Deteriorating utility, health and social services and amenities; this often translates into limited or poor quality services to residents and visitors; and, Recurring disaster events disproportionately affecting the more vulnerable members of the community and with extended recovery times for the destination as a whole.
The preliminary assessment phase is an important part of the process as it provides the baseline information for creating and / or reviewing the disaster management plan.

The assessment was conducted by using on-site research in the three tourist destination areas chosen for the project. A questionnaire prepared by UNEP, SRSA and NSCI based on Annex 3 of the APELL handbook1 was used to help local partners carry out the assessment.
1 APELL: Awareness and Preparedness for Emergencies at Local Level, A Process for Responding to Technological Accidents. UNEP, 1988. ISBN 92-807-1183-0.
Chapter 2 : Preparatory Work
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During the process several authorities were involved including district revenue authorities, police ofcials at the district level and the local level, district health ofcials, executive ofcers from the municipalities, re ofcials, and business managers for enterprises such as hotels, ferries and shipping services. Volunteer organisations also participated. Partners in the three locations prepared reports on the assessment of local current disaster management and plans which provided the necessary baseline information for the next steps in the project.

The assessment of local disaster preparedness was aimed at determining local capabilities for responding to potential disasters in seven areas: 1) risk identication and assessment, 2) legal authority, 3) organisational structure, 4) early warning systems, 5) communication, 6) resources and emergency planning, and 7) tourism related issues. A questionnaire prompting a number of questions in relation to each of the above topic was developed for the project to assist with the preliminary assessment. It is contained in the annex together with the examples of the local disaster management assessments of the three demonstration sites.
ANNEX 2.2
CD-Rom
Criteria for assessing local preparedness Local disaster preparedness Kanniyakumari Local disaster preparedness ANSAO / Phi Phi Islands Local disaster preparedness Patong Fire safety audit at Hotel Singaar International, Kanniyakumari
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3.1 APELL training
Capacity Building and Implementation for Disaster Prevention and Preparedness
Capacity building programmes for disaster prevention and preparedness, according to the three major theme areas in the APELL process include risk assessment, emergency planning and emergency drills. In addition, training in the APELL process is a useful initial capacity building exercise.
The purpose of the APELL demonstration was to show how APELL could be implemented under local conditions, while also providing hands-on training to stakeholders on local cooperative action to improve community awareness and emergency preparedness. The APELL demonstration consists of the local community following the APELL 10-step process and implementing it through the coordinating group. This process normally takes a year and is supported by APELL workshops. The workshops start with a presentation on risk management from a community perspective. The fundaments of APELL are described and each participant receives a comprehensive folder with APELL handbooks, brochures and reports from UNEP. To obtain an understanding of how to work and use the APELL process, a role play exercise is carried out. The participants are divided into groups each with a task to perform such as: Group 1: Identify participants, roles, resources and concerns for emergency response Group 2: Evaluate the hazards and risks that might occur from natural disasters Group 3: Discuss the content of emergency response plans Group 4: Identify all the required response tasks that are not covered by existing plans The APELL approach workshop was applied and implemented for raising public awareness, developing an emergency response system and assigning roles and responsibility for the incident command system.
Chapter 3 : Capacity Building and Implementation for Disaster Prevention and Preparedness
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Discussion in Kanniyakumari on the local risk assessment
All materials related to the APELL training are included in the annex for further reference.
Local and national experts at work at an APELL workshop in Patong Municipality
APELL training in Phi Phi Islands
Experts from the Swedish Rescue Services Agency
ANNEX 3.1
CD-Rom
APELL general presentation APELL in depth presentation APELL role play Patong APELL role play ANSAO / Phi Phi Islands APELL role play Kanniyakumari Crisis and disaster preparedness presentation IH&RA
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3.2 Risk assessment: hazard and vulnerability mapping

Risk identication and assessment is a process of measuring the potential for loss of life, personal injury, economic impact and property damages resulting from hazards. Risk assessment also involves an evaluation of the vulnerability of people, buildings and infrastructure and answers the question: What would happen if a natural disaster occurred at the tourism destination? A starting point for the coordinating group should therefore be an assessment of the current understanding of the communitys overall risks and capability to respond to future disaster events. The assessment should include examination of risks to tourism resources (e.g. biodiversity, water supply), plant and infrastructure (e.g. coastal resorts), business risks (e.g. supply disruptions, changes in insurance coverage), or market risks (e.g. changes in competitiveness through increased transportation costs). Analysing the impacts of hazards and identifying the most vulnerable destination and community locations and assets are essential for establishing the local context. This will allow the coordinating group to better focus their activities when overseeing the development of the disaster preparedness plan. To complete a hazard and vulnerability mapping, in a rst step the coordinating group or its designated risk assessment committee should identify all categories of events that might affect the community and then prioritise the list according to the most serious hazards impacting the community. It is important to take a systematic approach because a hazard not identied at this stage could potentially be excluded from further analysis. The analysis should review the full range of potential hazards and assess the signicant impacts upon the community and the environment. The next step involves determining the level of exposure or the vulnerability to the identied hazards. Vulnerability mapping depicts areas that are at risk from a potentially disastrous event, which could result in death, injury or damage to property and tourism infrastructure. Assessing exposure levels is essential for preparedness planning as it directly affects the destinations vulnerability and ability to respond and recover from natural disasters. There will be differing levels of exposure due to demographic, topographic, geologic and environmental considerations, in addition to the inuence that the type and quality of the built environment has on the anticipated consequences of hazard events.
3.2.2 Project examples

The risk assessment for Kanniyakumari identied four main sources of risks: tsunamis, cyclones, res and stampedes. While Kanniyakumari does not fall within an earthquake prone area, it can be affected by earthquakes occurring in the following zones: the Indonesian Sea, the Socotra Island Region near African Coast, the Andaman and Nicobar Island Region, the Arakan Coast Region of Myanmar, the Gulf of Aden, the Diego Garcia Island Region in the Indian Ocean and the Makaran coastal region near Pakistan. In addition to earthquakes, occurrences of volcanoes can also generate tsunamis. Moreover, cyclones on the east coast are a frequent phenomenon while on the west coast the frequency of cyclones is somewhat less. However, the available cyclone data from the India Meteorological Department (IMD) for the last two hundred years does not indicate the occurrence of a strong cyclone at Kanniyakumari.
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Fire is a further possible cause of disasters, related mainly to the transportation and storage of petrol and diesel in tanks and at petrol pumps. Finally, the risk of stampedes at the Kanniyakumari temple is particularly high during the tourist peak season and festival time and was identied as a possible cause for disaster in the Kanniyakumari area.
Overview of the identied risks in Kanniyakumari

Risk due to Probable period of the year Any time Potential Impact Vulnerable Areas
Tsunami
Loss of life, property damage
Sea coast and Vivek ananda Rock Memorial and Tiruvalluvar statue Entire Kanniyakari
Cyclone
October to December
Loss of life, property damage Loss of Life
Boat Capsize
Any time
Ferry services between Vivekananda Rock Memorial and Tiruvalluvar Statue Jetty Anywhere but particularly at the market and petrol pumps Kanniyakumari Temple
Fire
Any time
Loss of life, property damage Loss of life
Stampede
December - January
The risk assessment for Patong Municipality showed a diversity of risk types including water and climate related disasters (cyclone, gales, ood, and tsunami), geological related disasters (earthquake and landslide), sea erosion, human-caused accidents (trafc accidents, terrorism) and biological related disasters (cattle epidemics, food poisoning). Landslides are likely to occur during the rainy season particularly between May and November. Baan Kalim and Baan Na Nai are identied as landslide prone areas due to the steep slope grade and the lack of plantations to prevent soil erosion. Landslides in this area usually occur when rainfall reaches 100 ml. per day. Although landslides usually do not result in loss of life, they can cause damages to the municipalitys infrastructure since eroded soil usually obstructs trafc. As detailed in a following section, Patong Municipality developed a comprehensive disaster preparedness plan focusing on three main risks: 1) landslides, oods and ashfoods; 2) re; and 3) tsunami. The risk assessment for ANSAO / Phi Phi Islands identied re as the most prominent cause for disaster. Other sources of risk included accident around the port, boat accidents, tsunamis and landslides. Fires in buildings were considered to be the greatest risk threatening the island, characterised by densely built wooden constructions and roofs often made from ammable materials such as wood, dried leaves and grass. This risk, combined with the lack of re extinguishing equipment, was seen to contribute to the enormous potential of a re spreading quickly over a large area. A further issue of concern identied in the assessment related to the handling of waste. Because of the high cost of shipping waste to the mainland, a lot of waste is dumped on the island. An unfortunate solution to the problem seemed to be burning of the waste. Since the waste includes for instance plastic, this generates a lot of poisonous smoke that endangers both human health and the environment.
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3.2.3 Vulnerability maps

A vulnerability map gives the precise location of sites where people, the natural environment or property are at risk due to a potentially catastrophic event that could result in death, injury, pollution or other destruction. Such maps are made in conjunction with information about different types of risks. A vulnerability map can show the housing areas that are vulnerable to a chemical spill at a nearby factory. They can also delineate the commercial, tourist and residential zones that would be damaged in case of a ood or a tsunami. Vulnerability maps are most often created with the assistance of computer technology called geographic information systems (GIS) and digital land survey equipment designed for use in the eld. However, vulnerability maps can also be created manually using background maps such as satellite imagery, property boundaries, road maps, or topographic maps. In such cases the municipalitys planning ofce should be involved in order to take advantage of the base maps that have already been made for other purposes. If it is not possible to develop a vulnerability map using a GIS system or to employ a cartographer to prepare the map, a risk group can nevertheless prepare a risk and vulnerability map for the local area. A detailed analogue map should be used as the base map. Several plastic sheets each one representing a different theme can then be used and superposed on the base map. For example, one sheet can highlight the various types of vulnerable sites such as hotels, schools, day care centres, public places and critical infrastructure. Another plastic layer can illustrate for risk sources such as industrial sites, storage dangerous chemicals etc. A third layer can show depots for emergency response equipment. Another sheet can pinpoint the location of re stations and rescue units etc. The overlays can be used together to locate very vulnerable areas, or they can be used one theme at a time. Vulnerability mapping can facilitate improved communication about risks and what is threatened. Such maps can be used for visual presentations and provide for a better understanding of the risks and vulnerabilities. Decision-makers can see where resources are needed in order to protect these areas. Vulnerability maps will allow them to decide on mitigating measures to prevent or reduce loss of life, injury and environmental consequences before a disaster occurs. An interdisciplinary risk group considers where mitigating measures should be taken before, for example, a ood occurs. Those preparing the maps can overlap ood inundation and slope stability zones with property maps in order to determine which properties and buildings are at risk. They can then notify the landowners and inform them of government subsidies or other support available for undertaking a measure that would protect their homes from potential damage by, for example, oods or slope failure. During the course of the project, three vulnerability maps were completed one for each of the tourist destinations. As part of this work, a tsunami survey was undertaken for Kanniyakumari. A closer look at the penetration of tsunami waves inside the shore is an indication of the level of destruction. Collection of such data helps in planning of future mitigating measures. For this purpose, the entire coast of Kanniyakumari was surveyed. A team of three postgraduate students studied the entire coastline of about 4.8 km in length. The locations were selected at 50m intervals. The locations of the survey points were noted by a GPS and these locations were recorded in a table. At each location, whenever possible some persons were interviewed and information from them was recorded. The data was analysed and presented in graphs. One graph shows the heights of the tsunami at different locations and another graph shows the extent of the inundation.
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Kanniyakumaris land use planning map including zones prone to inundation as a result of a tsunami.
Patong Municipality Vulnerability Map

Tsunamis
A tsunami is a series of destructive waves affecting shorelines Tsunamis are usually generated by earthquakes. A natural indication of Tsunami can be detected by the fast and unexpected retreat of the sea. What should I do ? Before disaster: Locate tsunami prone areas and evacuation routes and shelters in the map based on the zone you are in.
Know well in advance what your safest evacuation route will be. Follow the news for a tsunami forecast.
During a disaster: Follow warning signs and indication evacuation routes to higher ground and to shelters. Move to higher ground or inland. If no higher ground is near, go to upper levels of reinforced buildings.
After a disaster: Continue to monitor your local radio for further information and instructions. Once you are notified the emergency is over, go back to the hotel.
How can I be informed?

Warning sirens and warning towers located along Patong beach. Warning information via radio and warning towers in communities. Vans will disseminate tsunami warning messages and advice to evacuate.
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During the course of the project, the theory and practice of risk assessment was discussed during a specic workshop, focusing on hazard and vulnerability mapping. All documents relating to the workshop are included in the annex for reference. In addition, a vulnerability mapping handbook was created for the project. It describes the importance of various stages including identication of local hazards, assessment of local vulnerabilities and production of maps showing risk zones as well as threatened sites within those zones. It is also included in the annex.
ANNEX 3.2
CD-Rom
Handbook for vulnerability mapping Introduction to emergency planning presentation SRSA Risk management presentation SRSA Riskmatrix SRSA Fires in public buildings and hotels presentation SRSA Scenario re in discotheque presentation SRSA Tourism and risk management presentation UNEP Tourism risk management for Asia-Pacic region checklist Tsunami survey report Kanniyakumari Agenda for Risk Assessment and Emergency Planning Patong Agenda for Risk Assessment and Emergency Planning - Phi Phi Islands Agenda for Risk Assessment and Emergency Planning - Kanniyakumari Natual Hazard risk mapping in Sweden presentation SRSA
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3.3 Shelter Assessments

A shelter assessment can be an important aspect of disaster prevention and preparedness efforts. The objective of the shelter assessment is primarily to determine the requirements for designated shelters. Potential shelter sites should be investigated and then assessed for suitability. Local authorities have the responsibility for determining shelter sites. During the EU project, recommendations were made to the authorities in the three tourism destination sites, allowing them to create shelter plans or review existing ones. Studies show that survivors from disasters often prioritise shelter in the following order: 1) to remain as close as possible to their damaged or ruined homes; 2) to move temporarily into the homes of families or friends; 3) to improvise temporary shelters as close as possible to the site of their ruined homes; 4) to occupy buildings which have been temporarily requisitioned; 5) to occupy tents erected in, or next to, their ruined homes; 6) to occupy tents on campsites; and 7) to be evacuated to distant locations. The assessment focuses on situations where people are evacuated to occupy temporarily requisitioned buildings or constructions. In order to decide what buildings or constructions are suitable for temporary shelter, there are many factors that have to be evaluated. For example, depending on the type of disaster or number of affected people, preference might be given to a specic type of shelter. Other factors such as target group or time constraints will also affect the choice of shelter.
3.3.2 Project examples of Local Shelter Assessments

Shelter assessments were made at all three local tourist destinations, through a site visit of SRSA and IH&RA experts. Adequate shelters can be created at community halls, public or private schools, church halls or ofces of NGOs and hotels. The following map shows the various safe areas and how an evacuation would occur on ANSAO / Phi Phi Islands.
Shelter areas on Phi Phi Islands
Tsunamis safe Areas: Zone A,B,C,D,E Fire safe Areas: Zone H, I and J
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Shelter Assessment Model
Shelter assessment General Part

Type of accident or disaster Time phase of interest
Specific Part
Type of building/ construction
Risk assessment
Target group Primary use of shelter Early warning system Evacuation method Number of persons affected
Facilities within or close to the shelter Normal use of building/ construction Location of shelter Affected shelter due to accident/ disaster or secondary damages
Shelter plan
Vulnerability mapping

A general model for shelter assessment has been developed by SRSA and was used in this project. The shelter assessment model is divided into two separate parts. The rst part (general part) contains general questions about the type of disaster or accident, the target group, the time phase of interest, the primary use of interest, the early warning system, the evacuation method and the number of persons affected. The rst part is conducted with input from the risk assessment and the vulnerability mapping. It is used to dene and clarify basic conditions before the second and more hands-on part of the assessment begins. The second part (specic part) focuses on local conditions such as evaluation of different buildings, location of the shelter, normal use of the shelter, facilities within or close to the shelter and if the shelter can be affected by secondary damages. A detailed description for each step in the shelter assessment model can be found in the Shelter Assessment Model provided in the annex. In the course of the shelter assessment, consideration should also be given to the activities that will take place in the shelter, once evacuees have arrived. Issues to consider include how information channels will be secured and how basic needs of evacuees will be met during their time in the shelter.
ANNEX 3.3
CD-Rom
Shelter assessment model Shelter assessment report Shelter assessment for Kanniyakumari
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3.4 Environmental awareness

Environmental management has an important role to play in reducing many of the risks posed by natural disasters. Healthy ecosystems and well planned environmental management have the greatest capacity to mitigate at least certain categories and scales of natural hazards. Several governments have already recognised the important social and economic benets of maintaining healthy environments. The protection role of mangrove and alpine forests for example are highlighted in the legislation of Malaysia and Switzerland respectively. Ecosystems need to be appropriately managed to provide a substantial buffering effect to potential natural disasters. Many cases demonstrate that when natural barriers such as coastal vegetation, coral reefs and sand dunes are removed or degraded, these areas become highly vulnerable to natural hazards. However, natural buffers cannot protect against all hazards, or offer complete protection. Instead, they must be used in integration with other risk management components, such as early warning systems and awareness raising mechanisms.

To raise awareness of the public and of the tourism sector on the relationship between environmental conservation and disaster impact reduction, a capacity building event in the form of a workshop was organised in the three pilot destinations. The events focused on potential actions to minimise disaster impacts through environmentallyfriendly actions and considerations to be included in the integrated emergency plan.
Participants at the Sustainable Tourism Management seminar in Patong Municipality
Environmental management workshop in Phi Phi Islands
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During the workshop, participants discussed the following questions: 1) what are the major environmental, social and economics threats facing our destination or business?; 2) What control and monitoring measures could we implement to address these threats?; and 3) What can you do in your hotels, resorts, and communities to improve environmental awareness and social performance that will minimise negative impacts? Documents related to the workshop are included in the annex for reference.
ANNEX 3.4
CD-Rom
A manual for water and waste management A practical guide marine recreation A practical guide marine recreation self evaluation checklist Climate change adaptation and mitigation in the tourism sector Climate change and tourism - advanced Summary Industry as a partner for tourism Integrating sustainability: a guide for tourism coordinators Managing environmental and social issues in the accommodation sector Marketing sustainable tourism products Environmental management systems in hotels Environmental issues related to disaster and accidents presentation SRSA Environmental awareness workshop agenda Kanniyakumari Environmental awareness workshop report ANSAO / Phi Phi Islands Environmental awareness workshop report Patong
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4
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Disaster Prevention and Preparedness Planning
4.1 Description and objectives

The objective of emergency preparedness planning is to decide who does what, where and when and to provide knowledge for everyone responsible for emergency preparedness. This information is compiled in a disaster preparedness plan. Its main purpose is to assist victims in the immediate aftermath of the disaster and to set the destination on a path of recovery and business continuity in accordance with the plan. The disaster preparedness plan must be relevant to the size and complexity of the tourism destination and community and consider all relevant hazards. It should also be clear and concise, delineating the roles and responsibilities of all collaborating local governmental agencies, groups and emergency support functions for all phases of the disaster management cycle (prevention, preparedness, response, and recovery). Among other procedures, it should explain warning systems and triggers for activating or deactivating emergency actions, evacuation and sheltering including critical access and exit routes, and the procedures for mobilising emergency personnel and resources. Procedures for activating and operating national, regional or local emergency operations centres and the incident command system should also be clearly specied. The following points illustrate the essential components of local disaster preparedness plans: 1. Early Warning Systems: Warnings should be timely, authoritative, and precise. Whether a disaster or emergency comes with little or no warning, or whether, as in the case of a tropical cyclone, they are preceded by advance notice, mechanisms need to be in place.
2. Evacuation and Sheltering: These are critical concerns for tourism destinations because of their vulnerability to storms, cyclones, storm surges, and ooding. Evacuation planning should consider the vulnerability mapping and risk scenarios developed previously. Specic shelter assessments (described in section 4.3) can be conducted ahead of time. Depending upon the intensity of the hazard, protective actions could involve sheltering in place or evacuation inland to congregate emergency shelters, e.g. such as pre-designated schools or other public facilities. 3. Mobilising Emergency Personnel and Resources: Procedures need to be specied for the process of mobilising emergency personnel and others with secondary emergency management roles when a threat is detected or notication of an impeding threat is issued. 4. Command and Control Functions: The plan should match the preparedness and response activities to the resources of the identied stakeholders. A clear denition of responsibility is a key element for emergency plans: the writer should make sure that the roles of each stakeholder are dened and that gathering locations are indicated, in addition to names, function and telephone. Responsibilities for initiating evacuation and for rescue operations should be clearly dened. The plan should dene a clear line of command, taking into account hierarchy, in particular for the communication system and for operational safety. 5. Communications Plan, Coordination and Informing the Public: Communication provides the critical links among stakeholders active in the eld and disaster managers operating from an existing or makeshift Emergency Operations Centre. The stakeholders include not only those responders internal to the emergency management organisational structure but also the network of tourism industry personnel, volunteers, NGOs, tourists and the general public. The plan should have procedures in place for a designated spokesperson to inform the general public with clear and consistent messages on preparedness, response and recovery issues, with specic attention paid to languages as foreign visitors may not be uent in the prevalent local language. 6. Risk Scenarios and Contingency Planning: Risk scenarios are the tools for contingency planning. They are normally included as annexes to the core preparedness plan (the core document is generally applicable to all hazards). Contingency plans address the operational requirements necessary to effectively respond to a specic hazard by delineating roles, responsibilities and procedures for essential management functions. 7. Restoring Public Services: The plan should anticipate the need for temporary and permanent restoration of critical facilities, infrastructure, and essential public services following a disaster event. The destinations risk assessment provides valuable information on the vulnerability of these critical facilities that must be addressed through contingency planning for each priority hazard. This recovery function is normally discussed in a functional annex to the preparedness plan. 8. Records Management: Often ignored during the chaos of disaster response and recovery, records management is important and should be addressed in the preparedness plan. 9. Planning for Recovery: Preparedness plans have traditionally focused solely on preparedness and emergency response functions. However, there has been an emerging trend in recent years to incorporate a long-term recovery element in
Chapter 4 : Disaster Prevention and Preparedness Planning
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these plans. This innovative approach can help achieve long term disaster resilience in tourism destinations. 10. Plan Revision and Updating: The plan must be viewed as a living document, one that must be monitored over time, evaluated for its continued relevance and updated periodically to address growth in the destination, along with changes in key personnel and institutional structures.
4.2 Project examples

The three locations developed integrated disaster preparedness plans as a result of the project. In the case of Kanniyakumari, a very detailed document was drawn-up, covering the following areas: hazard and vulnerability analysis and identication of disaster scenarios; mitigation measures; disaster management organisation; trigger mechanisms and operational directions at the district levels; and procedures for testing and up-dating the plan.
The stated purpose of Kanniyakumaris plan is to develop, implement and maintain an integrated emergency management system for the protection of people, property and the environment in the event of natural events such as a cyclone or tsunami, res in congested areas and to avoid a stampede in Kanniyakumari Temple. The ultimate goal is to reduce the vulnerability of the area, to save lives and protect property and environment by developing capabilities that mitigate the effects of, prepare for, respond to and recover from any emergency that could affect the area. For developing the plan, the historical data about cyclones, res and other accidents was used. Vulnerability assessments carried out by the National Safety Council of India (NSCI) team in December 2007 were also used. The Kanniyakumari Town Panchayat Disaster Management Committee was responsible for the plan. Patong Municipality also developed a very comprehensive disaster preparedness plan, focusing on three main risks: 1) landslides, inundations and ashoods; 2) re; and 3) tsunami. For each risk category, the plan provides the following information: procedures for emergency management, related operation units, line of command, communication system and budget. The stated objectives of the overall plan are: to provide the prevention measures and coordinate among concerned agencies including the main responsibility agencies and operation units; to reduce losses of lives and properties; and to evacuate the victims to safety areas systematically without panic.
A directing center of Patong Municipality is set-up for each risk category, under the responsibility of the Mayor of Patong Municipality as the Incident Commander. The disaster preparedness plan developed by ANSAO / Phi Phi Islands covers the following areas: principles of practice, implementation procedures, incident command
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and resources, communication and operational procedures. The plan focuses on the following risks: re, accident around the port, boat accident, tsunamis and landslide. The stated objectives of the plan are: to save lives and properties of people in the risk area; to ensure the safety evacuation; to ensure the local disaster preparedness before, during and after emergency; to support the systematic coordination and cooperation of multi-organisations; and to promote the participation of all stakeholders, including private sectors, NGOs, and local people.
The Chief Executive of ANSAO is responsible for the plan.
4.3 Guidance and resources

The disaster management plans prepared by the three project locations can be used as guiding examples. They are included in the annex for reference. The following table also summarises the steps involved in the preparation of a disaster preparedness plan, specically for coastal tourist destinations.
ANNEX 4.3
CD-Rom
Disaster management plan for Patong Disaster management plan for ANSAO / Phi Phi Islands Disaster management plan for Kanniyakumari
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Tips
Stakeholders should have responsibility or interest in managing disaster risk at the coastal tourism destination. Remember to integrate various productive and service sectors at the destination that interface with the tourism sector. Include the media as key partner. The media will be a key partner throughout the process to convey messages. Involving the media allows them to better understand and communicate the issues. Workshops will allow for presentation of the process, and to create awareness on risks and disaster preparedness. Activities and priorities of the CG: - To bring local industry focus ; and - To ensure that the right people (i.e. stakeholders), expertise and resources are brought together to collaboratively develop a participatory and responsive process. Do not forget to inform the national / regional /local authorities, especially the ones that will ofcially approve the plan. You certainly have identied gaps, and maybe have solutions / ideas to improve it. Put the solution into practice now if possible, or take the gaps into account when developing the plan. The CG must liaise with the local disaster management ofce (if conducting the assessment) to exchange the information. Consider some of the unique aspects of coastal tourism destinations. Take an All Hazards approach by also evaluating the human-induced incidents that may be a key risk. When identifying potential threatened assets consider: Tourist resorts, hotels and amenities; hospitals and clinics; port facilities, airports and road networks; etc.
15 ACTIONS TO DEVELOP A DISASTER PREPAREDNESS PLAN FOR A COASTAL TOURISM DESTINATION
Actions
Sub-actions
Identify and engage key stakeholders
Identify all relevant stakeholders in the destination that are involved in disaster related issues from the private sector (including the tourism sector), the local authorities (including emergency services, planning services and meteorological services) and from the local population.
Establish communications with the above mentioned stakeholders.
Select a leading agency, dene the problem and objectives. These will be framing the process that will be followed by the development of the Disaster Preparedness Plan.
Reach common understanding on the process.
Raise awareness
Organise awareness raising workshops and involve the above mentioned actors propose an approach for a participatory process for the development of an integrated Disaster Preparedness Plan for the coastal tourism destination.
Establish an awareness platform that will last at least during the timeframe of the process.
Establish a coordinating group (CG)
Among the identied group of stakeholders, establish a coordinating group to lead and support the participatory process, with selected representatives of all stakeholder groups.
The CG should establish an objective, a work plan with timeline and activities, deadlines, and key roles and responsibilities.
Dene a work plan to the process (both for the CG and taking into account external assistance needed)
Identify stakeholders outside the CG that will have to be regularly contacted.
Undertake a local capacity assessment
Set-up a consultation phase to ensure that the work plan addresses the different stakeholders needs. Undertake a legislative check.
Undertake a capacity assessment in terms of human, nancial and response resources.
Review existing plans, and consider information included.
Assess the current situation of the location
Assess: Geographic location, weather, seasons. Tourism and local population ows, and seasonality in the destination.
Evaluate and assess the risks:
Identify all climate change-related hazards in the coastal tourism destination (map them if possible) and prioritize them taking into account the likelihood of a disaster.
Identify potentially threatened assets, facilities and infrastructure, and networks.
Determine the destinations level of exposure/vulnerability (including exposure of tourism supply chain networks).
Assess the coastal tourism destinations risks.
Evaluate risk reduction options.
15 ACTIONS TO DEVELOP A DISASTER PREPAREDNESS PLAN FOR A COASTAL TOURISM DESTINATION

Consider tourism ows. Map key assets, critical facilities and networks (i.e. life line services and tourism supply networks).
Develop vulnerability maps
Use output from the risk assessment. Collect information (a survey may be necessary). Identify on the map, the vulnerable areas related to the local community, tourism infrastructures and facilities, to property and to the environment. Develop the vulnerability map.
Undertake a shelter assessment:
Based on the risk assessment and the vulnerability map. Select shelters by location (review the dened key community assets and for each building, i.e. hotels, or upper land areas the potential for being a shelter). Identify evacuation routes.
When reviewing the potential shelters and their location, keep in mind the nature of the disaster, the accessibility of the evacuation routes to the shelters and the tourism ows. Consider vulnerable population groups.
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Dene specic scenarios
Come up with a set of representative scenarios make sure to include scenarios for different weather seasons and tourism seasons.
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Draft the disaster preparedness plan
Review and compare existing plans, in light of the previous actions. Draft the plan taking into account previous actions vulnerability map, shelter assessment, specic scenarios.
Use hazard and vulnerability maps to estimate damages and secondary effects. Consider the disaster management implications considering the local tourism specicities. Clearly dene: lines of command, and responsibilities Ensure that emergency meeting points are indicated and rescue operations are outlined.
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Submit the plan to local authorities
Ofcial approval of the Disaster Preparedness Plan.

Use pictures and drawings Use simple and clear language, catchy or concise phrases.
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Build capacities / Train responders and local authorities on the plan
Objective: to reinforce ability to respond effectively to disaster events. Organize capacity building seminars on the Disaster Preparedness Plan, to train responders, local authorities and members of the CG. Prepare drills, exercises and training on what to expect during implementation.
Emphasize tasks and responsibilities of each of the responders and authorities.
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Educate and outreach
Develop awareness raising documents. The objective is to educate all stakeholders (tourists, workers and local populations) on plan objectives and requirements Develop brochures, Radio/TV broadcasts etc. for local population and tourists. If needs be, develop pictorial signs indicating vulnerable areas and evacuation routes to shelters. Build a dissemination strategy of awareness raising documents.
Organize awareness raising events: Apply the dissemination strategy. Organise awareness raising workshops and campaigns, involving tourism sector representatives, media, public and tourists. Prepare a drill, selecting a specic disaster scenario before hand. Establish an observation team to identify the plan weaknesses and shortfalls.
Tourism sector representatives can convey relevant and appropriate messages to the tourists. The drill will help to test and evaluate components of the plan. The drill observation team should include key actors from the tourism sector, local disaster management and other collaboration agencies.
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Update and review the plan
Share observation team ndings. Identify the corrective actions needed. Amend the plan accordingly. Assign follow-up actions to ensure that all changes are made. Designate someone to be responsible for reviewing the plan, as well as a timeline for revision.
Consider the legislative consequences if major changes have been made to the plan.
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5
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Information Communication and Dissemination
5.1 Description and objectives

The training of relevant players that are involved in disaster management and response is an essential exercise to ensure that the disaster management plan can be effectively implemented in practice. Training should target agencies represented in the coordinating group, including the re brigade, police, health services, civil defence, etc. so that all emergency responders (services) know what to do in case of an emergency. During the course of the project, training sessions with emergency respondents were organised in the three locations. The sessions focused on all the potential scenarios identied in the emergency plans. The public should also be kept informed on the formulation and implementation of the emergency plans. Too often, disaster management planners underestimate the importance of public education and outreach. Tourism communities need to be educated about plan objectives and requirements. It is especially important to educate the participating groups and their membership regarding the integrated plan. A public outreach programme for the disaster preparedness plan should consider the following points: 1. Develop a public outreach objective and strategy: This should be a clearly enunciated policy and strategy informed by a specic goal and objective aligned with the overall community-based disaster management strategy. The purpose is to ensure that the outreach efforts are effective and can be digested and transformed into concerted action by the community for all phases of the disaster management cycle. 2. Identify target audiences: The tourism industry is multi-stakeholder and multisectoral based. There is therefore a variety of potential target recipients who will need to be informed and educated on the disaster preparedness plan. Some of these targets include: hotel and resort owners, managers and workers; cruise ship, terminal and pleasure craft operators and workers; Industry contract carriage
and other operators e.g. tours, attractions, transportation (air, sea, land), diving, entertainment, food and beverage etc.; tourists; local population; hospitals, emergency rooms/triage and other primary care facilities etc. Each target group may require differently structured information and messages. Be alert to their particular communication needs in order to focus the outreach exercise. For example, ensure where necessary that the messages are gender sensitive and multi-lingual for the spectrum of visitors at the destination. Use also an appropriate combination of signage and pictures for the messages to be conveyed to the illiterate or to those who do not speak the native language. 3. Media as Key Partner: The media should be considered partners in public outreach and education rather than as merely targeted recipients and hence should be involved in the development and implementation of the communications strategy for all disaster management phases. 4. Develop the message: The message content and delivery mechanisms are important elements of the outreach strategy. Communication specialists are especially relevant to this task. Consistency, relevance, accuracy, conciseness and timeliness are important considerations. Depending upon the target group, maintain interest and engagement through the use of varied styles of narrative and story telling. 5. Communication Tools: Dissemination of the targeted messages should utilise tools such as electronic and print media e.g. brochures, websites, email, community message boards, annual reports, newsletters, periodic updates, advertising, radio and TV, as well as awareness raising events. Some communities also have periodic meetings and annual festivals which provide good opportunities for sharing information, distributing printed matter and hosting themed events and activities on disaster preparedness. To communicate with the broader community the ndings and changed implemented during the project, small-scale drills were planned and implemented and information was distributed in leaets.
5.2 Project example of an awareness raising drill

The objective of a small scale drill is to test the disaster management plan and ensure that all concerned emergency services are aware of what needs to be done. When planning the drill, it is useful to set up a comprehensive working group on each local destination and then assign local coordinators. Representatives from authorities and organisations concerned with emergency planning should be invited to participate. The working group should include the district administration, the national agency for re and rescue services, police, public health services and the local hospital, the media, transport authorities and project partners. The municipal disaster management plan should form the basis for the drill. A number of preparations need to be completed ahead of carrying out a drill. Consideration should be given to who will take part in the drill, for example the municipal re and rescue department, emergency care centre employees, the police, transportation department, railway station employees, the municipal environmental department, the sheries department, reporters from the media, managers of hotels and lodges, automobile and taxi drivers. Tourists, businesses and authorities need to be informed in advance. The local media including newspaper and local TV channel can relay the message. Information can also be provided through leaets at key points in the city, for example the railway station.
Chapter 5 : Information Communication and Dissemination
39
Observation points need to be identied in advance. These will depend on the selected scenario. Some observation points that are common to many scenarios are the accident site of the emergency, boat docks, railway station, hospital, transportation centre, main road or a popular tourist site. Steps to follow for organising and implementing a drill include the following: 1. chose a chairman for the drill; 2. decide on the members of the planning group; 3. agree on the date and time for the drill; 4. inform the public about the drill; 5. write the emergency scenario; 6. determine how the objectives of the drill will be met; 7. assign the players; 8. nd controllers; 9. determine observer points and select observers; 10. arrange for a video shooting and; 11. equip the emergency control centre. The preparation and execution of a small scale drill should be followed by an evaluation. Hold a follow-up meeting after the drill to discuss the procedures and nd areas for improvement. Then the nal step is to revise the emergency plan if necessary.
Example drill in Kanniyakumari

The scenario was modelled after the disaster management plan for Kanniyakumari town. An earthquake occurs near Anandman Sea that poses the
region and a tsunami warning has been received from the state government. The tourists from the Vivekananda Rock Memorial are to be evacuated to the shelter at the Kanniyakumari Railways Station. The objectives of the drill are to test the following: 1) effectiveness of communication, 2) procedure of evacuation of tourists, 3) medical preparedness 4) effectiveness of rescue operations and 5) transportation of tourists to shelter. An orientation seminar was organised to discuss the scenario and clarify the roles of every organisation as per the pre-decided objectives. It was attended by 45 persons from various organisations. They also decided who would be the observers and their locations. There were 10 observers selected for 8 locations as follows the 1) managers cabin of Poompuhar Shipping Corporation (PSC), 2) ticket counter at the shipping corporation, 3) jetty, 4)Vivekananda Rock Memorial, 5) all women police station, 6) railway station (identied as a shelter for tourists), 7) government hospital, and 8) the road between the PSC Gate and the jetty.
The rescue team
threat of a tsunami. Early warning of a tsunami is received from the Emergency Operations Centre (EOC) at Nagercoil informing that there is an earthquake near Andaman Islands
40
The drill exercise started at 11.00 am. The district collector, through emergency operations centre at Nagercoil, communicated the receipt of the tsunami warning through the wireless system to the village administrative ofcer (VAO) at Kanniyakumari. Simultaneously, the warning went to all the 32 locations along the sea coast of Kanniyakumari District. The VAO, in turn, informed the PSC manager, police station, re and rescue services and the government hospital by telephone. At 11.00 am the Manager, PSC receives a call from VAO about the receipt of a tsunami early warning. Immediately, he informs the staff at the ticket counters and at the jetty through walkie-talkie and over the telephone to the supervisor of the Vivekananda Rock Memorial (VRM) at the Rock about warning and evacuation of tourists. He also informs the State Transport Corporation that organises buses to take the tourists from the jetty to the railway station that serves as a shelter for the tourists. Immediately, he makes an announcement on public address system about tsunami and requested tourists to keep calm. The supervisor closes the ticket counters. About 150 tourists are in queue to buy tickets and they are sent back. At the Rock Memorial a siren is blown at 11.00 am. At 11.01 am the police arrive at the ticket counter in two jeeps and asked people to go back. They close the main gate. One police jeep drives to the jetty. At 11.03 am all the ticket counter area was completely evacuated by the police. At 11.03 a.m. two ambulances from the health department arrive. The director of the health department arrives at the gate and then proceeds to the jetty. At 11.04 the re and rescue team arrived at the gate and proceed to the jetty. The tourists at the jetty who are waiting to board the ferry are sent back by the police. The police, medical and re and rescue teams boarded the ferry and walk towards the Rock Memorial to rescue the tourists and victims. The police, medical and rescue teams reached the VRM by 11.07 am. The rst evacuation ferry arrives at Rock Memorial at 11.11 am. All tourists including the injured are put in the ferry and sent back to the jetty at shore.
A total six services of three ferries are used to evacuate all the tourists from the VRM and two ferries are used to take rock memorial staff and response personnel. The entire VRM is evacuated within 36 minutes and at 11.37 hours the siren is blown to inform everyone that the drill is over.
The rescue team bring all the injured at ferry point where medical team provide rst-aid and send them to the hospital. At the hospital, the patients are treated and categorised as follows: a black band for the dead, a red band for those who need urgent treatment and a green band for those with light injuries who can be treated later.
Victims being attended to
At the jetty, the PSC supervisors are receiving the tourists and guiding them to board the buses. The State Trans port Corporation provides four buses to take the tourists from the jetty and to the Kanniyakumari railway station.
Distribution of leaets by the Collector (Mayor)
41
All the tourists are taken in six buses. The medical team along with ambulances and nurses and doctors provide the rst-aid to the victims and send them to the hospital.
The observers present their observations. Everybody decides to use all these recommendations for further improvement. After the drill recommendations are made to improved future emergency actions. For this particular drill, the following suggestions were presented 1) Consider the physical terrain and assure that the emergency siren is audible throughout the risk area. It might be necessary to relocate or provide a new siren with a higher range so that it can be heard easily. 2) Consider increasing the number of transport vehicles, rescue ferry etc. in order to facilitate a rapid evacuation. 3) Assure that there is an adequate means for people to enter and exit aircraft, vehicles and boats so that no one is injured in the process of evacuation. 4) Assure that no vehicles park and obstruct the free movement of rescue buses and ambulances. 5) Determine where road blockages occur and initial measures for improvement before an emergency occurs.
Drill de-brief
The entire drill was completed within 55 minutes. About 760 tourists were evacuated from the Rock Memorial. The coordinator arrives at jetty at 12 noon and visits the VRM. Thereafter, the coordinator goes to the government hospital, met and enquired the injured persons. The coordinator also visits the shelter place (Railway Station) and listens to the grievances of the tourists. The debrieng meeting is held by the coordinator at the Hotel Singaar International at 1.30 pm wherein all the observers, other ofcials and role players participate. The coordinator thanks all and congratulates them for the success of the drill.
42
Scenario for the Drill in Patong

Procedure/Method
DDPM Provincial Ofce, Phuket, informs the warning situation messages to Patong Municipality by facsimile and radio communication system. Facsimile and radio communication DDPM Provincial Ofce, Phuket Chief of DDPM Provincial Ofce/ Phuket Provicial Ofce
No.
Time/Date
Scenario
Tools/ Equipment
Operation Area
Responsible person
Operation Units
Prevention Ofcer, DDPM Provincial Ofce
Sept.17, 2005 06.00 a.m.
Department of Meteorology (Thai Meteorology Department) released warning messages for tropical depression occurred in Bangal Bay, Sumartra Island, at Latitute at 05.5 and Longtitute 0.0 .. Its speed at the epiccenter increase to Tropical Cyclone ( 117 kilometers/hour). Then, it moves toward the northest at the velocity of 15 minutes/ hour and is expectated to come close to the coast of Thailand at Phuket on September 19, 2008. Consequently, there are increasing chances of stong winds, ashoods and landslide. Thus, 6 Andaman Coastal provinces have to keep closed watch to update the situation, especially in Phuket. Patong Municipality PMP Mayor
06.05 a.m.
Disaster Prevention Division Public Relations Division
PMP Mayor formally informs community leaders and private entrepreneurs especially at Kalim Community which is the most vulnerable risk prone area to landslide in order to follow up weather situation from TMD via radio stations, T.V, PMP Mobile Vans and community radio towers.
Warn the public to follow up the weather situation PR Division provide mobile vans to inform and update information to local residents in Patong. Disaster Prevention and Mitigation Division, PMP will keep up with the situation and surveillance for disaster preparedness around the clock. Warn the public to follow up the weather situation PR Division provide mobile vans to inform and update information to local residents in Patong. Disaster Prevention and Mitigation Division, PMP will keep up with the situation and surveillance for disaster preparedness around the clock Report the re incident to Executive Level. Hotels re ghter uses portable re extinguisher to put off re in the rst stage. Community Radio towers PMP mobile vans
Community Radio towers PMP mobile vans

Patong Municipality PMP Mayor Portable re extinguisher Phuket Graceland Resort and Spa Chief of Security Division, Phuket Graceland Hotel Telephone Phuket Graceland Resort and Spa Executive Level and Chief of Security Division at Phuket Graceland Chief of Security Division reports the situation to Disaster Prevention and Mitigation, PMP and Katu Police Station.
Sept.18, 2005
Department of Meteorology releases the 2nd warning message to the public to keep up with the weather forecasting for cyclones which head to Phuket during September 19-20, 2008. The waves height 2 to 4 meters and small boats should not depart from the shores.
Disaster Prevention Division Public Relations Division
09.55 a.m. Sept.19, 2008
Housekeeper notices re triggering at the guest room on the 4th oor at Phuket Graceland Resort and Spa. Then, she informs the chief of security Division for control and suppress it.
Fire ghter in Phuket Graceland Resort and Spa
09.57 a.m. Sept.19, 2008
Fire ghter of Graceland Hotel could not control the re.
Operator Chief of Security Division
43
44
Radio Communication ofcer reports to Chief of Disaster Prevention and Mitigation Division and supervisor Chief of Disaster Prevention and Mitigation Division orders re ghter Team A to suppres the re at the Hotel. Radio Communication Equipment Mobile Van Fire Engines Water Trucks Phuket Graceland Resort and Spa Chief of Disaster Prevention and Mitigation Division, PMP Disaster Prevention and Mitigation Division Mobile Van Ofcers Fire ghters Water Truck Ofcers Electricians/ water works ofcers/ Policemen/Civil Defence Volunteers Phuket Graceland Resort and Spa Chief of Disaster Prevention and Mitigation Division, PMP - Disaster Prevention and Mitigation Division - Mobile Van Ofcers - Disaster Prevention and Mitigation, PMP - Mobile Van Ofcers - Fire ghters - Radio Communication Equipment - Mobile Van - Fire Engines - Water Trucks - Ropes Phuket Graceland Resort and Spa - Guest list - re ghter list Phuket Graceland Resort and Spa PMP Mayor Disaster Prevention and Mitigation Division, PMP Chief of Disaster Prevention and Mitigation, PMP has been reported re incident and received Hotel Map from Chief of Security Division, Graceland Hotel Chief of Disaster Prevention and Mitigation orders his re gther Team A to operate and conduct SAR victims Chief of Disaster Prevention and Mitigation, PMP reports situation to the Mayor Hotel Ofcers veries the guest list and inform Chief of Disaster Prevention and Mitigation, PMP Chief of Disaster Prevention and Mitigation, PMP veries the re ghter list PMP Mayor - Disaster Prevention and Mitigation Division - Mobile Van Ofcers - Fire ghters - Water Truck Ofcers - Electricians/ water works ofcers/ Policemen/Civil Defence Volunteers Ban Kalim School Director of Ban Kalim School Director of Ban Kalim School notice this incident in his school and sherman sees the sea accident Both of them informs Disaster Prevention Division (Fire Brigade) Then, the Director orders to evacuate school children according to the school emergency Plan
09.58 a.m. Sept.19, 2008
Radio communication ofcer, PMP, receives the emergency call of re incident at the 4th oor of Graceland Hotel.
10.01 a.m. Sept.19, 2008
Mobile Van and re engines arrive the hotel with re ghter Team A
10.05 a.m. Sept.19, 2008
PMP Mayor arrives Phuket Graceland Hotel
10.21 a.m. Sept.19, 2008
Fire ghter Team A is able to control and extinguish re
10
10.18 a.m. Sept.19, 2008
According to the strong wind, the wave height about 3 meters causing the capsized (overturn) boat in the front of Ban kalim Beach. Concurrently, the electricity pole collaspes to building at Ban Kalim School

RadioCommunication ofcer reports this situation to Chief of Disaster Prevention and Mitigation, PMP and his supervisor. SAR Team Operation Katu Policemen and Civil Defence Volunteers control and facilitate trafc system Patong Electricity Authority will cut off electricity circuit, dispatch equipment and tools for victim assistance SAR Unit, Royal Thai Navy carry out victim assistance operation in the sea Director of Ban Kalim School reports the situation to the Mayor PMP Mayor is set up Ad Hoc Directing Center and preminary report the situation to Chief of Katu District and Phuket Governor respectively Director of Ban Kalim veries that some students get stuck in the building so he reports the situation to PMP Mayor PMP Mayor orders SAR team to carry out SAR operation the victims and perform the rst aid In case of severely injured, transfering victims to Patong Hospital SAR Team, Royal Thai Navy also carries out the victim assistance operation, performs rst aid and transfer severe injured to the hospital All participants and organizations get together at Ad Hoc Directing Center Chief of Disaster Prevention and Mitigation, PMP reports the opration result. Chief of SAR Team reports the operation result The Incident Command order to end the drill Victim List Damage Assessment List Student List Map of Building SAR Trucks Ambulance Rubber dinghies Ban Kalim School Chief of SAR Team, PMP - SAR Truck - Electricity Authority Truck - Rubber dinghies Ban Kalim School - Chief of Disaster Prevention and Mitigation, PMP - Chief of SA Team, Royal Thai Navy - Disaster Prevention and Mitigation Division (SAR team) - Electricity Authority Ofcers /Policemen/Civil Defence Volunteers - EMS from Patong Hospital - SAR team, Royal Thi Navy
11
10.19 a.m. Sept.19, 2008
A radio ofcer is informed that electriity pole collasped to the Building at Ban Kalim School and overturn boat fron of Ban Kalim School Therefore, the request for victim assistance from SAR Unit, Royal Thai Navy
12
10.23 a.m. Sept.19, 2008
PMP Mayor arrives the incident area at Ban Kalim with SAR Trucks and ofcials
SAR Team Kalim School Director and teachers

School Building at Ban Kalim School Front of Kalim B each PMP Mayor Chief of SAR Team, Royal Thai Navy Ad HocDirecting Center PMP Mayor All concerned agencies
13
10.24 a.m. Sept.19, 2008
Students in Ban Kalim School get stuck in Building at Ban Kalim School and victims from overturned boat in the sea, front of Kalim Beach
Director of Ban Kalim Shool and teachers SAR Team Doctors and Nurses (Emergency Medical Services, EMS)
14
10.34 a.m. Sept.19, 2008
The bad weather is recovery to normal weather
45
Illustrations of the drill in Patong
Illustrations of the drill in Phi Phi Islands
ANNEX 5.2
CD-Rom
Drill scenario for ANSAO / Phi Phi Islands Drill scenario for Patong Drill scenario for Kanniyakumari Report of the Drill at Vivekananda Rock Memorial Kanniyakumari Training for the agencies report Patong
46
5.3 Project examples of awareness raising brochures

Awareness raising brochures were created in all three of the destination sites. They describe the risk, locate vulnerable areas on maps and provide information that a tourist and the public need to know about disaster preparedness.
Risk information brochure for tourists, Kanniyakumari, India
The municipalities used different approaches in order to get the message across to residents, business owners, and tourists. One brochure uses simple drawings showing how people should behave during an emergency. A checklist of dos and donts allows the reader to easily understand what he or she needs to do during an emergency.
Disaster Awareness brochure, Kanniyakumari, India
47
For ANSAO / Phi Phi Islands and Patong Municipality, the risk information brochure describes a range of risks and what tourists should do to be safe. It includes detailed information about where the shelters are and how to reach them. A picture of the warning signs and the warning towers are shown so that the tourists can acquaint themselves with these before an emergency occurs.
Brochure developed for ANSAO / Phi Phi Islands
Flooding and Landslide
ooding is a fast stream of water with variable heights. andslide is the ground movement of rocks, soil or other debris down slope that can devastate anything in its path. Landslides may appen after heavy rain.
More Information
Ao Nang Sub-District Administrative Organization (ANSAO) is the main actor in Phi Phi Islands, safeguarding its residents, visitors and communities. Here are important contact numbers in case of an emergency: Warning and Tel: (66) 08 1894 4304 Communication Team Emergency Response and Tel: (66) 08 1894 0345 Search & Rescue team Evacuation and Relief Team Tel: (66) 08 1978 9635 First Aid Team Tel: (66) 08 1894 9204 Tel: (66) 075 660 719 Security Team Tel: (66) 08 1894 2306 This brochure was developed under the project Disaster Reduction through Awareness, Preparedness and Prevention Mechanisms in Coastal Settlements in Asia Demonstration in Tourism Destinations, funded by the European Commission, under the Asia Pro Eco Programme. Implementing partners are:United Nations Environment Programme (UNEP), Swedish Rescue Service Agency (SRSA), International Hotels and Restaurants Association (IH&RA), the Department of DisasterPrevention and Mitigation (DDPM), National Safety Council of India (NSCI), Patong Municipality of Phuket (PMP), and the Ao nang Sub-District Administrative Organization (ANSAO). European Union Disclaimer: This document has been produced with the financial assistance of the European Union. The view expressed herein can in no way be taken to reflect the officia opinion of the European Union or the Government of Thailand August 2008 Phi Phi Islands, Thailand
TOURIST EMERGENCY RESOURCE GUIDE

Information for tourists Phi Phi Islands
What should I do ?
efore disaster: Locate evacuation routes and shelters in case of flooding and/or landslide in the map. Place objects away from water.
uring disaster: Once alerted, follow hotel manager instructions. Listen to the radio and announcements. In the case of a landslide: inside a building: Stay inside. Take cover under a table. outdoors: Run to the nearest high ground in a direction away from the path. If rocks and other debris are approaching, run for the nearest shelter such as a group of trees or a building. In the case of flooding: Do not walk in flood water. Stay away from power lines and electrical wires. fter disaster : Once you are notified the emergency is over, go back to the hotel and try to find your belongings.
Fire:
Please study the emergency plan located on the door of the hotel room, or contact the hotel management for information. Locate the fire extinguishers and find out how they work. If there is a fire alarm, leave immediately your room thought the emergency exit. Always take your room key with you. Walk to the nearest emergency exit. Do not use the elevators If the smoke is thick, crawl along the floor where the air and visibility is better. If you are unable to leave your room, shut off the ventilation and put wet towels in the door gaps. Protect your face with a wet towel. The towel can be used as breathing protection. 0. Stay at the windows where the emergency crew can see you. Attract attention.
The Phi Phi Islands are an important tourist destination in the Krabi province. Their natural scenic beauty, particularly the white beaches have attracted tourists from all over the world to travel to and invest their resources in. Due to their location in the Andaman Sea and urbanization and development process of the area together with the climate change effect, Phi Phi Islands are unavoidably prone to various types of natural and man-made hazards. Tsunamis, flooding and landslides, building fires, and boat accidents are the most common hazards which tourists and people might encounter.
In order to enjoy your stay in the Phi Phi Islands, you are advised to study the necessary emergency information and be prepared for any events.
Brochure developed for Patong

Flooding and Landslide
Flooding is a fast stream of water with variable heights. Landslide is the ground movement of rocks, soil or other debris down slope that can devastate anything in its path.
More Information
Patong Municipality of Phuket (PMP) is the main actor, safeguarding its residents, visitors and communities. Here are important contact numbers in case of an emergency Patong Municipality Katu Police Station Patong Hospital Royal Thai Navy Security Tourism Authority Civil Defence Volunteer DDPM Office Phuket Hotline 1784 Tel: Tel: Tel: Tel: Tel: Tel: Tel: (66) (66) (66) (66) (66) (66) (66) 076 076 076 076 076 076 076 342600 (24 hrs.) 342719 342633 341197 212213 342600 273019
TOURIST EMERGENCY RESOURCE GUIDE

Information for tourists Patong Beach, Phuket
What should I do ? Before disaster:

Locate evacuation routes and shelters in case of flooding and/or landslide in the map. Place objects away from water.
During disaster: If If Once alerted, follow the hotel manager instructions. Listen to the radio and announcements In the case of a landslide: inside a building: Stay inside. Take cover under a table. outdoors: Run to the nearest high ground in a direction away from the path. If rocks and other debris are approaching, run for the nearest shelter such as a group of trees or a building. In the case of flooding: Do not walk in flood water. Stay away from power lines and electrical wires.
This brochure was developed under the project Disaster Reduction through Awareness, Preparedness and Prevention Mechanisms in Coastal Settlements in Asia Demonstration in Tourism Destinations, funded by the European Commission under the Asia Pro Eco Programme. Implementing partners are: United Nations Environment Programme (UNEP), Sweish Rescue Service Agency (SRSA), International Hotels and Restaurants Association (IH&RA), the Department of Disaster Prevention and Mitigation (DDPM), National Safety Council of India (NSCI), Patong Municipality of Phuket (PMP), and the Aonang Subdistrict Administrative Organization (ANSAO). European Union Disclaimer: This document has been produced with the financial assistance of the European Union. The view expressed herein can in no way be taken to reflect the official opinion of the European Union or the Government of Thailand.
After disaster : Once you are notified the emergency is over, go back to the hotel, and try to find your belongings.
Fire:
Patong Municipality of Phuket province (PMP), is located in Katu district. Its natural scenic beauty, particularly the white beaches have attracted tourists from all over the world to travel to and invest their resources in. Due to its location in the Andaman Sea and urbanization and development process of the area together with the climate change effect, PMP is unavoidably prone to various types of natural and man - made hazards. Tsunamis, Flooding and Landslide and building fires are the most common hazards which tourists and people might encounter.
1. Please study the emergency plan located on the door of the hotel room, or contact the hotel management for information. 2. Locate the fire extinguishers and find out how they work. 3. If there is a fire alarm, leave immediately your room thought the emergency exit. 4. Always take your room key with you. 5. Walk to the nearest emergency exit. 6. Do not use the elevators 7. If the smoke is thick, crawl along the floor where the air and visibility is better. 8. If you are unable to leave your room, shut off the ventilation and put wet towels in the door gaps. 9. Protect your face with a wet towel. The towel can be used as breathing protection. 10.Stay at the windows where the emergency crew can see you. Attract attention.
In order to enjoy your stay in Patong, you are advised to study the necessary emergency information and be prepared for any events.
ANNEX 5.3
CD-Rom
Leaets for locals Kanniyakumari Leaets for tourists Kanniyakumari Tourist emergency response guide ANSAO / Phi Phi Islands Tourist emergency response guide Patong
48
6
Chapter 6 : Success factors
Success factors
A number of success factors were identied following the project implementation in the three destination sites. They are mentioned here as tips for users of the toolkit. The involvement of all stakeholders: an inclusive and participatory process involving all key stakeholders from the local authorities, the emergency services, the private sector, NGOs, the supporting tourist services etc. will raise the chances of a successful implementation of the project. The establishment of local coordinating groups: this is an essential step in the process and it is important to ensure an effective coordination group is set-up. The Group should have knowledge of local issues, be representative of all stakeholder groups mentioned above and should form a cohesive group with good personal connections between members. Expertise and international / national support: the expertise brought by international organisations such as UNEP and SRSA was considered highly valuable in the project. A recommendation for future projects would be to seek support from international organisations or relevant national organisations to ensure the right expertise is brought to the project. Management structure and local project leaders: it is important to have a clear management structure and a central command to oversee project implementation. Project leaders selected locally will have a better understanding of the issues and will have easier access to local stakeholders. Financial aspects: nancial discipline is an important aspect of good project planning and management. Flexibility should however allow for changes or additions to the initial plan of action.
49
Notes
50
About the UNEP Division of Technology, Industry and Economics

The UNEP Division of Technology, Industry and Economics (DTIE) helps governments, local authorities and decision-makers in business and industry to develop and implement policies and practices focusing on sustainable development. The Division works to promote: > sustainable consumption and production, > the efcient use of renewable energy, > adequate management of chemicals, > the integration of environmental costs in development policies.
The Ofce of the Director, located in Paris, coordinates activities through:

> The International Environmental Technology Centre - IETC (Osaka, Shiga), which implements integrated waste, water and disaster management programmes, focusing in particular on Asia. > Production and Consumption (Paris), which promotes sustainable consumption and production patterns as a contribution to human development through global markets. > Chemicals (Geneva), which catalyzes global actions to bring about the sound management of chemicals and the improvement of chemical safety worldwide. > Energy (Paris), which fosters energy and transport policies for sustainable development and encourages investment in renewable energy and energy efciency. > OzonAction (Paris), which supports the phase-out of ozone depleting substances in developing countries and countries with economies in transition to ensure implementation of the Montreal Protocol. > Economics and Trade (Geneva), which helps countries to integrate environmental considerations into economic and trade policies, and works with the nance sector to incorporate sustainable development policies.
UNEP DTIE activities focus on raising awareness, improving the transfer of knowledge and information, fostering technological cooperation and partnerships, and implementing international conventions and agreements.
For more information, see www.unep.fr/scp
For more information, contact: UNEP DTIE Sustainable Consumption and Production Branch 15 rue de Milan 75441 Paris CEDEX 09 France Tel: +33 1 4437 1450 Fax: +33 1 4437 1474 E-mail: uneptie@unep.fr www.unep.fr/scp
This publication was made possible through funding from the EU-Asia Pro Eco II B Post-Tsunami Programme and is part of the project on Disaster Reduction through Awareness, Preparedness and Prevention Mechanisms in Coastal Settlements in Asia Demonstrations in Tourism Destinations. The project was implemented over a two year period and aimed to build capacity for disaster risk reduction in three tsunami-affected tourism destinations in India and Thailand. The toolkit provides information and resources based on the project experience in the three demonstration sites. It is destined to local municipalities and to the various actors involved in emergency planning and response. Users will nd information relating to the various steps that need to be undertaken, from the preliminary assessment, to capacity building, disaster prevention and preparedness planning, to communicating and disseminating key information. A CD-Rom containing all the relevant documents is attached to the publication.
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DISASTER RISK REDUCTION

A Toolkit for Tourism Destinations

Practical examples from coastal settlements in Asia

DISASTER RISK REDUCTION

United Nations Environment Programme

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

Swedish Rescue Services Agency

International Hotel and Restaurant Association (IH&RA)

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

1.2 Project objectives

Chapter 1 : Project Overview

1.3 Demonstration sites

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

Chapter 1 : Project Overview

domestic: 1.500.000 international: 60.000 547,000 841,000

Phi Phi Islands Thailand Patong, Thailand

The APELL process

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

Chapter 1 : Project Overview

The APELL 10-Step Procedure

COMMUNICATION AND TRAINING

TESTING, REVIEWING AND UPDATING

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

Establishment of local coordinating groups

2.1.2 Project experience

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

Members of the Kanniyakumari Coordinating Group

2.1.3 Guidance and resources

Chapter 2 : Preparatory Work

Potential Members of the Coordinating Group

Hotel managers Restaurant managers Tour operator companies

NGOs Civil servants, university professors Industry shermen workers/union

Local industries with special attention to the sheries

Hotel union representatives

Weather forecast services Public works/transportation Port authorities/shing authorities

School directors, media representatives Religious leaders Tourist associations

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

2.2 Preliminary assessment

2.2.2 Project experience

Chapter 2 : Preparatory Work

2.2.3 Guidance and resources

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

Capacity Building and Implementation for Disaster Prevention and Preparedness

Discussion in Kanniyakumari on the local risk assessment

Local and national experts at work at an APELL workshop in Patong Municipality

APELL training in Phi Phi Islands

Experts from the Swedish Rescue Services Agency

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

3.2 Risk assessment: hazard and vulnerability mapping

3.2.2 Project examples

Overview of the identied risks in Kanniyakumari

Loss of life, property damage

Loss of life, property damage Loss of Life

Loss of life, property damage Loss of life

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

3.2.3 Vulnerability maps

Patong Municipality Vulnerability Map

How can I be informed?

DISASTER RISK REDUCTION - A toolkit for Tourism Destinations

3.2.4 Guidance and resources